The 4 Disciplines of Execution®
Achieving your wildly important goals.
The 4 Disciplines Of Execution®
The 4 Disciplines of Execution (4DX) is a simple, repeatable, and proven formula for executing on your most important strategic priorities in the midst of the whirlwind.
8 Ways to Boost Your Team's Commitment to GoalsDownload Guide
Execute Your Must-Win Strategies - On Demand Webcast
The execute your must-win strategies On Demand webcast is powered by principles from The 4 Disciplines of Execution (4DX®) that have been tested and refined by thousands of organizations worldwide.
Achieve Breakthrough Results in the Midst of Your Whirlwind
Join Chris McChesney, as he provides proven insights on implementing practices designed to help leaders consistently achieve breakthrough results, especially in times of change.
Execute Your Strategic Goals and Create Breakthrough ResultsLearn More
The Pace of Breakthrough Execution - XPS
Organizations spend more than $30 billion dollars annually on strategy creation, and more than 80% of those strategies fail. How can an organization with superb people and strategy fail so often?
Achieving Results in Unpredictable Times
In times of great uncertainty, leaders can freeze to the point of inaction or execute with excellence, increase trust, achieve more, and transform fear into engagement.
Discipline 1: Focus On The Wildly Important
Discipline 1: Focus on the Wildly Important - A wildly important goal (WIG) is a goal that can make all the difference. You're going to commit to apply a disproportionate amount of energy to it.
Executing in Uncertainty and Complexity
Bestselling author and strategy execution expert Chris McChesney outlines how The 4 Disciplines of Execution® can help leaders drive results, even during uncertain and ambiguous times.
Focusing The Organization - Opryland
The Opryland is a great example of how WIGs can be aligned across multiple levels of an organization to create powerful results.
How can I measure my team to make sure we reach our goal?
Not all actions are created equal. Thijs Westerink shares some advice to help you identify the right actions to measure to ensure you achieve your goals.
All Actions Are Not Created Equal
Some actions simply have more impact than others and it is those that you want to identify and act on if you want to reach your goal. We call them lead measures.
Discipline 2: Act On The Lead Measures
The discipline of leverage requires you to identify and act on the measures that are predictive of reaching your goal and that can be influenced by you and the team.
Move Your Middle
As companies, we have varying degrees of engagement and performance from our employees. How do we take the average engagement of our employees and move it to extraordinary engagement?
How can I keep my most important strategy from failing?
Successful leaders not only create a clear strategy, but they also execute it. Thijs Westerink shares some advice for leaders to increase engagement and drive strategy execution in this clip.
Discipline 3: Keep A Compelling Scoreboard
The discipline of engagement requires you to create a players' scoreboard so that members of the team can easily tell whether they are winning or losing.
How can I prevent employees from slipping into old behaviors?
FranklinCovey’s Senior Vice President of Sales U.S. and Canada, Jennifer Colosimo, shares the most effective way to prevent the regression of employees into undesirable behaviors.
Chris McChesney Shares the Importance of Playing a High-Stakes, Winnable Game
In this clip, Chris shares the importance of playing a high-stakes, winnable game in the workplace.
The quickest way to kill execution: lose focus or over-goal your team or your organization.
Execute in Uncertainty and Complexity
Learn from the bestselling author of the 4 Disciplines of Execution®, Chris McChesney, as he discusses what a leadership team needs to do to navigate unnecessary complexity.
Discipline 4: Create A Cadence Of Accountability
The discipline of commitment requires you to hold regularly scheduled team meetings where members make and keep commitments to each other to execute on the wildly important goal.
Blame The People
Most leaders understand how difficult it is to execute on a strategy that requires a change in other peoples’ behavior.